Creating a mutually beneficial relationship with physicians
|
|
- Kristian Norman
- 6 years ago
- Views:
Transcription
1 experience. insight. impact. Creating a mutually beneficial relationship with physicians Developing a reciprocal agreement with doctors can be a daunting task for health systems COR Healthcare Market Strategist, June 2001 Kriss Barlow & Lyle Green Health systems face the daunting challenge of deciding which customer group (payer, consumer, patient, or physician) needs attention on any given day. Each group has different expectations, needs, and issues. With regard to the physician relationship, most health systems have a strategy and structure for working with physicians, but accountability for the relationship is typically fragmented. At times, the approach is like a revolving door with different people at different levels, each dealing with the issue in a different way. For example, if an organization is working to increase cardiac procedures, decision makers may assume that adding another surgeon will increase the volume. But in reality, current surgeons might begin taking business elsewhere because it has become difficult to get on the operating room schedule; or the primary care physicians may refer to another hospital or provider because of longer wait times to gain appointments for their patients. Often, operational issues are not understood in terms of the types of impact they have on referrals. It is important for each manager to consider his or her role in working with the medical staff and referring physician base in terms of how it might be affecting the overall success of the organization. As a result, health systems are pursuing a variety of strategies, including partnerships, clinical integration, unwinding of the ownership model, or offers of practice management services, marketing support, or assistance with new physician recruitment. Whatever the chosen course, clear methods and approaches for communication and referral development are critical components. As a first step in developing a focused physician initiative, health systems should examine their current approach to managing physician relations. They should begin by addressing these questions: What is the health system s current relationship with the medical staff and its referring physician base? Measures should be established to ensure an honest evaluation of the current relationship, and applied across the board. A key measure is the number of inpatient and outpatient referrals. Have their volumes trended down over the past two years? Are the physicians involved with committees? Does the group offer feedback? Has the group been offered and has it accepted hospital support in the past 12 months? Although some of these data are soft, they are all telling. The results should be discussed by all the individuals closely involved with physicians; the findings can be a wake-up call. (See Table 1 for a checklist of issues to consider.) 1
2 What does the health system want or need from the medical staff and its referring physician base? The health system should determine the types of business relationships that it wants to have with the physicians, including contractual, referral, and working relationships. If the health system already employs physicians, is it interested in adding others? How should the health system work with groups that affiliate with other healthcare providers? Is the system willing to alienate some referral sources to gain increased commitment from other physicians? Once the numbers are tallied, the focus of the plan has been established for the health system. Checklist for Developing Physician Initiatives What is the organization s strategy for working with physicians? Who makes the physician strategy decisions? Is it a formal process? Is there a forecast of referral expectations by physician, by clinical service line, etc.? How is the strategy defined and measured? How frequently is it reviewed and updated? Is it the same person for all types of decisions? If not, who does what when? Evaluate strategies and results for the past two years. Are the same physicians benefiting from a large number of strategies? Who implements the physician strategy initiatives? How many people from the hospital (outside the clinical areas) does the physician need to work with to gather information or seek solutions? Look at past medical staff plans and requests. How many requests surfaced, and how they were managed? Is anyone working proactively with the physicians? Has there been turnover in the position(s) responsible for physician communication? Is the accountable person s income tied to success of the physician strategy? 2
3 What does the medical staff and referring physician base need? Physicians generally believe that if they practice good medicine, a good income is assured. Complex systems for control and disbursement of the dollars challenge every provider. Beyond the dollars, however, security may be a key issue for physicians. Older physicians may long for more freedom in practice. When groups back away from the table, issues beyond money often drive that decision. If the needs assessment indicates there is vulnerability, the organization s agenda may not match the underlying issues of the physicians. It is important to assess current goals, market opportunities, and internal political considerations before moving forward. This process involves a business analysis of how the organization wants to work with its medical staff and referring physician base. The outcome of this process should be a clearly defined tactical plan with specific expectations and measures. Issues of implementation Analysis of current physician relationships has led many health systems to adopt a focused method of looking at how they interact with the physician as a customer. One example is the University of Texas M.D. Anderson Cancer Center in Houston. The organization is cognizant of the primary physician s role in the referral process for cancer patients. As a result, its physician relations program plays an important role in communication, education, service to the physicians, and referral management. Many healthcare organizations are creating functions and hiring physician relations staff to work with targeted physicians proactively. These physician representatives are revenueaccountable and customer-driven, and provide trackable, measurable results plus competitive intelligence for the health system. Through the physician representatives, senior management s ideas can be tested, interaction is personal, and solutions are offered to the physician. The approach does not presume that the organization already knows what physicians want to hear. Importantly, communication is enhanced; new information is gathered and shared. It gives the organization a means of exploring opportunities to develop and expand referral relationships. Each physician has a point person and a face for the organization. Contrast this with the challenge of working with someone different for each issue or clinical area. Although the representatives cannot he experts in all issues, they are the front-line for hospital-physician communication, and know where to find the answers. By giving physicians a central contact and offering additional communication, representatives will increase referrals and position specialists who admit to the organization. Results are achieved through systematic planning to identify the referral patterns of current and new physicians. Representatives may regularly call on these physicians and their offices to learn more about their needs and possible practice weaknesses, and to focus on the organization s points of difference. Representatives regularly bring in the hospital s physician specialists to meet with the referring physician and position attendance at CME programs or grand rounds. For the strategy to succeed, physician representatives must accurately target the 3
4 physicians who offer increased referral potential. They must develop a clear sales message based on the physician s needs paired with the organization s strengths in meeting those needs, work closely with planning and finance to analyze the current market data, and maintain the support of administration and the clinical service leaders. Because the key responsibility of the position is to increase revenue and volume, finance needs to establish a baseline. Planning forecasts and past statistics can be used to predict what should be possible to achieve. The recommended model does not focus on problem solving. The representative, however, will hear issues that should be addressed, thereby alerting senior management to areas of concern. The organization thus benefits from solving problems before they reach the crisis stage and the physician is waiting for the CEO to complain about the problem. Each organization is looking for different outcomes from a physician relations approach. While the majority want increased referrals, some organizations hope to manage the leakage; others want to maintain their current market share. Whatever the expectation, it is important to track results to evaluate the overall success of the strategy. Accountability for results is a critical component. The representatives may be great implementers, yet lack the analytical skill required to forecast, trend, and evaluate the financial implications. A team composed of planning, finance, information technology, and the sales leadership, therefore, should develop and update the means for tracking results. Building an impressive physician referral program The impressive 20% increase in physician referrals to University of Texas M.D. Anderson Cancer Center (see sidebar, Case study of a successful physician relations program ) can be replicated. Each hospital or health system must clearly define its expectations and then develop the internal structure, strategy, and approach to accomplish its goals. Using a sales-oriented approach, a physician representative can promote the benefits of the organization while asking physicians for the opportunity to earn their business. A physician representative s effectiveness, however, ultimately depends on the health system s clear definition of and level of commitment to the physician relations strategy. Soundly designed and supported strategies offer health systems a significant potential for returns from a formidable customer group. Kriss Barlow, Corporate Health Group, Lyle Green, CHE, is assistant vice president for referral development at University of Texas M.D. Anderson Cancer Center He can be reached at 713/ or Igreen@mdanderson.org Reprints of this article (CH ) are available from 4
5 CASE STUDY OF A SUCCESSFUL PHYSICIAN RELATIONS PROGRAM The University of Texas M.D. Anderson Cancer Center obtained impressive results with its physician relations program. The program recognizes the role of the community physician in determining where a patient seeks cancer services. Core aspects of the program s approach include providing superior customer service, supporting referral needs, coordinating community continuing medical education programming, and promoting the faculty, staff, and unique clinical capabilities of the M.D. Anderson Cancer Center. During 1997, the physician relations field staff was expanded from two to four FTEs; currently these four physician relations coordinators visit physician offices and make phone contacts within Texas and western Louisiana. In 1999, an office-based physician relations specialist was added to provide clinical expertise to support promotion of M.D. Anderson s clinical research activities, make contacts with referring physicians nationwide, and support referral assistance and issue resolution. From 1997 to fiscal year end 2000, overall community physician referrals to M.D. Anderson Cancer Center have increased by 20.2%. The M.D. Anderson Faculty Speakers Bureau is key in promoting interaction between M.D. Anderson faculty and community physicians. In addition, the bureau offers local hospitals a resource for oncology-related presentations with CME accreditation. The physician relations program works closely with CME coordinators at the local hospitals and assists with scheduling based on the needs and interest at the local level. During fiscal year 2000, 86 community CME presentations were coordinated, with total attendance of 1,625 medical professionals and clinical staff. Without doubt, increased awareness is key in creating referral relationships. The leadership team at M.D. Anderson had the additional goal of ensuring that community physicians were satisfied with the organization s referral process. During fiscal years 1998 and 1999, a process was initiated to gather feedback on the value community physicians place on the relationships with the physician relations coordinators. Surveyed referring physicians consistently indicated that the physician relations coordinator program is an important component of their relationship with the M.D. Anderson Cancer Center. In a physician research study conducted in 1998, approximately 63% of referring physicians rated the program as absolutely essential or essential, while an additional 26% said the program was an important factor in the overall referral decision process. 5
Introduction Type of funding Funding decision makers
Introduction Having a great program wasn t enough to achieve our mission, especially with all of the uncertainty in the economy. We weren t being very strategic about raising funds, which was leading to
More informationPathway to Business Model Innovation Getting to Fueling Impact
SHARING KNOWLEDGE. GROWING IMPACT. Pathway to Business Model Innovation Getting to Fueling Impact February, 2011 cfinsights.org the IDEA BEHIND IS SIMPLE What if EACH community foundation could know what
More informationLocal System of Care Plan FY 2018 FY 2020 Purpose and Guidance
Local System of Care Plan Purpose and Guidance The Vermont Department of Mental Health: Vision and Mission Vision: Mental health will be a cornerstone of health in Vermont. People will live in caring communities
More informationAgenda. What s changed (and why?) Changing expectations. The Vision a better approach
Agenda What s changed (and why?) Changing expectations The Vision a better approach Our Panel Mark Baker CEO, Hughston Clinic and Jack Hughston Memorial Hospital Michael Rose, M.D. Vice President Surgical
More informationGantt Chart. Critical Path Method 9/23/2013. Some of the common tools that managers use to create operational plan
Some of the common tools that managers use to create operational plan Gantt Chart The Gantt chart is useful for planning and scheduling projects. It allows the manager to assess how long a project should
More informationReprint of an article from "ECHOCARDIOGRAPHY UPDATE" Newsletter By Judy Rosenbloom Author of The Cardiovascular Coding Reference Guide.
REIMBURSEMENT 1999 - RIDING THE ROLLER COASTER Reprint of an article from "ECHOCARDIOGRAPHY UPDATE" Newsletter By Judy Rosenbloom Author of The Cardiovascular Coding Reference Guide. Margaret Hansen is
More informationScioto Paint Valley Mental Health Center
Scioto Paint Valley Mental Health Center Quality Assurance FY 2016 Plan SCIOTO PAINT VALLEY MENTAL HEALTH CENTER QUALITY ASSURANCE PLAN OVERVIEW This document presents the comprehensive and systematic
More informationDraft. Public Health Strategic Plan. Douglas County, Oregon
Public Health Strategic Plan Douglas County, Oregon Douglas County 2014 Letter from the Director Dear Colleagues It is with great enthusiasm that I present the Public Health Strategic Plan for 2014-2015.
More informationCulture Change. Bryan J. Weiner, Ph.D.
Culture Change Bryan J. Weiner, Ph.D. bjweiner@uw.edu WHAT IS ORGANIZATIONAL CULTURE? The way things are done around here. WHAT KIND OF CULTURE SUPPORTS PERFORMANCE IMPROVEMENT? Learning Organization:
More information2013 Physician Inpatient/ Outpatient Revenue Survey
Physician Inpatient/ Outpatient Revenue Survey A survey showing net annual inpatient and outpatient revenue generated by physicians in various specialties on behalf of their affiliated hospitals Merritt
More informationMEDICAL STAFF BYLAWS MCLAREN GREATER LANSING HOSPITAL
MEDICAL STAFF BYLAWS MCLAREN GREATER LANSING HOSPITAL Final Document May 16, 2016 Horty, Springer & Mattern, P.C. 245957.7 MEDICAL STAFF BYLAWS TABLE OF CONTENTS PAGE 1. GENERAL...1 1.A. PREAMBLE...1 1.B.
More informationBAPTIST HEALTH SCHOOLS LITTLE ROCK-SCHOOL OF NURSING NSG 4027: PROFESSIONAL ROLES IN NURSING PRACTICE
BAPTIST HEALTH SCHOOLS LITTLE ROCK-SCHOOL OF NURSING NSG 4027: PROFESSIONAL ROLES IN NURSING PRACTICE M1 ORGANIZATION PROCESSES AND DIVERSIFIED HEALTHCARE DELIVERY 2007 LECTURE OBJECTIVES: 1. Analyze economic,
More informationCase managers are consummate team players, working with. IssueBrief
IssueBrief May 2016 Making hospital care management an organizational priority: Dartmouth-Hitchcock deploys case managers so patients are at the right place at the right time Case managers are consummate
More informationStrategic Medical Staff Development Planning: A Comprehensive Approach to Integrating a Fragmented Medical Staff
Strategic Medical Staff Development Planning: A Comprehensive Approach to Integrating a Fragmented Medical Staff White paper our facility s leadership might regard the physical plant, staff, capital, Y
More informationCover Story Fall Adding a New Name to the Shingle Paula Tarnapol Whitacre
Cover Story Fall 2012 Adding a New Name to the Shingle Paula Tarnapol Whitacre 48 AE Fall 2012 When a new physician comes into the practice, the administrator has a big role to play. Investing in equipment
More informationOverview. Rural hospitals provide health care and critical care to 20 percent of Americans and are vital economic engines for their communities.
Overview The delivery of health care in the United States is in flux, beset by unprecedented medical and fiscal challenges. Although rising health care costs and growing uncertainties affect every segment
More informationDesigning & Delivering Whole-Person Transitional Care Coordinating care across settings and over time to drive outcomes
Designing & Delivering Whole-Person Transitional Care Coordinating care across settings and over time to drive outcomes Amy E. Boutwell, MD, MPP CNYCC Annual Meeting November 6, 2017 Agenda Design data,
More informationPOPULATION HEALTH PLAYBOOK. Mark Wendling, MD Executive Director LVPHO/Valley Preferred 1
POPULATION HEALTH PLAYBOOK Mark Wendling, MD Executive Director LVPHO/Valley Preferred www.populytics.com 1 Today s Agenda Outline LVHN, LVPHO and Populytics Overview Population Health Approach Population
More informationHospice Care for the Person with Cancer
Hospice Care for the Person with Cancer Hospice is a special type of care designed to provide comfort, support and dignity to patients with a lifelimiting or terminal illness. For hospice purposes, a life-limiting
More informationPointRight: Your Partner in QAPI
A N A LY T I C S T O A N S W E R S E X E C U T I V E S E R I E S PointRight: Your Partner in QAPI J A N E N I E M I M S N, R N, N H A Senior Healthcare Specialist PointRight Inc. C H E R Y L F I E L D
More informationChanging Culture through Staff Engagement
Changing Culture through Staff Engagement By Verlon E. Salley, MHA, CRA, Lydia Kleinschnitz, MHA, BSN, RN, and Marlon Johnson, MSOL, BS, RN Executive Summary At UPMC Presbyterian/Shadyside in Pittsburgh,
More informationSTRATEGIES AND SOLUTIONS FOR REDUCING INAPPROPRIATE READMISSIONS
WHITE PAPER STRATEGIES AND SOLUTIONS FOR REDUCING INAPPROPRIATE READMISSIONS This paper offers a two-pronged approach to lower readmission rates and avoid Federal penalties. Jasen W. Gundersen, M.D., M.B.A.,
More informationSource: U.S. Dept. of Labor, Bureau of Labor Statistics
Vacancy Rate? Need Nurses? Want Leaders to work as a team? Nurses Retiring estimated over 555,000 Nurse Jobs being added over 574,000 Nurses needed between 2012 and 2022 over 1.1 Million Source: U.S. Dept.
More informationStrategic Direction. Organizational Commitment. The Race for Relevance Framework
Strategic Direction Organizational Commitment NSPE is committed to an ongoing process of continuous, organizational improvement in order to: remain relevant to the licensed professional engineers whom
More informationCPC+ CHANGE PACKAGE January 2017
CPC+ CHANGE PACKAGE January 2017 Table of Contents CPC+ DRIVER DIAGRAM... 3 CPC+ CHANGE PACKAGE... 4 DRIVER 1: Five Comprehensive Primary Care Functions... 4 FUNCTION 1: Access and Continuity... 4 FUNCTION
More informationPartnering with hospitals to create an accountable care organization Elias N. Matsakis, Esq.
Partnering with hospitals to create an accountable care organization Elias N. Matsakis, Esq. There are many opportunities for physicians and hospitals to affiliate and clinically integrate so as to enable
More informationMEDICAL STAFF BYLAWS
MEDICAL STAFF BYLAWS, POLICIES, AND RULES AND REGULATIONS OF THE CHRIST HOSPITAL MEDICAL STAFF BYLAWS Adopted by the Medical Executive Committee: April 24, 2014 Adopted by the Medical Staff: May 13, 2014
More informationAmbassador Handbook W Maple Street River Falls, WI
Ambassador Handbook 2018 715-425-2533 215 W Maple Street River Falls, WI 54022 info@rfchamber.com Welcome New Ambassador! On behalf of the River Falls Chamber of Commerce & Tourism Bureau Board of Directors,
More informationPursuing the Triple Aim: CareOregon
Pursuing the Triple Aim: CareOregon The Triple Aim: An Introduction The Institute for Healthcare Improvement (IHI) launched the Triple Aim initiative in September 2007 to develop new models of care that
More informationThe spoke before the hub
Jones Lang LaSalle February Series: Ambulatory Care The spoke before the hub Turning the healthcare delivery model upside down For decades, the model for delivering healthcare in the U.S. has been slowly
More information2012 SURVEY OF REGISTERED NURSES AMN HEALTHCARE, INC., 2012 JOB SATISFACTION, CAREER PATTERNS AND TRAJECTORIES
We ve earned The Joint Commission s Gold Seal of Approval 2012 SURVEY OF REGISTERED NURSES AMN HEALTHCARE, INC., 2012 12400 High Bluff Drive, San Diego, CA 92130 JOB SATISFACTION, CAREER PATTERNS AND TRAJECTORIES
More informationEffective Date: January 9, 2017
Effective Date: January 9, 2017 Overview: The safety and quality of care, treatment, and services depend on many factors, including the following: - A culture that fosters safety as a priority for everyone
More informationFAQs Child & Family Treatment Teams In the Wraparound Process
FAQs Child & Family Treatment Teams In the Wraparound Process What is a Child & Family Treatment Team? A Child and Family Treatment Team (CFT) is an inter-disciplinary team who meets regularly and whose
More informationStrengthening the capacity of governments to constructively engage the private sector in providing essential health-care services
SIXTY-THIRD WORLD HEALTH ASSEMBLY A63/25 Provisional agenda item 11.22 25 March 2010 Strengthening the capacity of governments to constructively engage the private sector in providing essential health-care
More informationAgenda Information Item Memo
Agenda Information Item Memo April 20, 2018 TO: FROM: Board of Trustees Ishwari Venkataraman/ VP Strategy and Business Planning Donna Carey/ Interim Chair, Department of Pediatrics SUBJECT: Agenda Item:
More informationSolution Title: Meeting the Challenge of Health Care Change
Organization: Western Maryland Health System Solution Title: Meeting the Challenge of Health Care Change Program/Project Description, including Goals: What was the problem to be solved? How was it identified?
More informationMAKING PROGRESS, SEEING RESULTS
MAKING PROGRESS, SEEING RESULTS VALUE-BASED CARE REPORT HUMANA.COM/VALUEBASEDCARE Y0040_GCHK4DYEN 1117 Accepted 2 Americans are sick and getting sicker, with millions of us living with chronic conditions
More informationA New Blueprint for Hospital/Physician Organizations
March 2009 A New Blueprint for President and Chief Executive Officer A New Blueprint for A New Blueprint for Hospitals and physicians are revisiting old models and creating new ones for hospital and physician
More informationEnterprising leadership is never satisfied with
Hardwired for Excellence A Collaborative solution to linen utilization By Sarah H. James, RLLD bench mark (bĕnch märk ) n. 1. The systematic process of comparing an organization s products, services and
More informationA Call to Action: Readmission Strategies from the Field
A Call to Action: Readmission Strategies from the Field Vicky Mahn-DiNicola, RN, MSN,CPHQ VP Research & Market Insights Brenda Pettyjohn, RN, CPHQ Solutions Advisor Tina Esposito Vice President, Center
More informationThe Society for Radiation Oncology Administrators 28 th Annual Meeting. Physician/Hospital Arrangements During a Period of Uncertain Healthcare Reform
The Society for Radiation Oncology Administrators 28 th Annual Meeting Physician/Hospital Arrangements During a Period of Uncertain Healthcare Reform Miami, Florida October 4, 2011 3025 Boardwalk Drive,
More informationStandards of Excellence
The historic transfer of First Nations health services to First Nations ownership and control here in BC was completed on October 1, 2013. First Nations Health Directors in BC now operate within a First
More informationSMO Gastroenterology and General Medicine Position Description
Date: March 2013 Job Title : Senior Medical Officer Gastroenterology and General Department : Gastroenterology Location : Waitemata District Health Board Reporting to : Clinical Director Gastroenterology
More informationENGAGED SEARCH: THE IMPORTANCE OF USING AN ENGAGED SEARCH FIRM AS YOUR GROWTH PARTNER
WHITE PAPER ENGAGED SEARCH: THE IMPORTANCE OF USING AN ENGAGED SEARCH FIRM AS YOUR GROWTH PARTNER INTRODUCTION When you use an Engaged Search Firm, you have a commitment from your search partner to hunt
More informationThe Staff shall be divided into Active, Ambulatory Proceduralists, Affiliate and Honorary Categories.
Medical Staff Bylaws New Category Proposal ARTICLE 4. CATEGORIES OF THE MEDICAL STAFF 4.1 CATEGORIES The Staff shall be divided into Active, Ambulatory Proceduralists, Affiliate and Honorary Categories.
More informationExecutive Summary. Leadership Toolkit for Redefining the H: Engaging Trustees and Communities
Executive Summary Leadership Toolkit for Redefining the H: Engaging Trustees and Communities Report produced by the AHA Committee on Research and Committee on Performance Improvement 2015 Executive Summary
More informationValue-based Care Report. February How Value-based Care is improving quality and health.
Value-based Care Report February 2018 How Value-based Care is improving quality and health. 1 Value-based Care means better health, better care and lower costs. Placing greater emphasis on value in health
More informationFood for Thought: Maximizing the Positive Impact Food Can Have on a Patient s Stay
Food for Thought: Maximizing the Positive Impact Food Can Have on a Patient s Stay Food matters. In sickness and in health, it nourishes the body and feeds the soul. And in today s consumer-driven, valuebased
More informationCommonwealth Regional Specialty Hospital Community Health Needs Assessment & Strategic Implementation Plan for
Commonwealth Regional Specialty Hospital Community Health Needs Assessment & Strategic Implementation Plan for 2016-2018 Executive Summary The Patient Protection and Affordable Care Act of 2010 included
More informationST JOSEPH HEALTH SYSTEM NOTICE OF PROPOSED AFFILIATION
ST JOSEPH HEALTH SYSTEM NOTICE OF PROPOSED AFFILIATION On August 15, 2012, St Joseph Health System ( SJHS ) and Hoag Memorial Hospital Presbyterian ( Hoag ) announced plans for a new regional health care
More informationProspecting for Peak Performance
Prospecting for Peak Performance TIPS FOR EFFECTIVELY RESEARCHING AND MANAGING PROSPECTIVE MAJOR DONORS Speakers Adam Martel CEO & Co-Founder, Gravyty adam@gravyty.com Ian T. Wells President, Ian T. Wells
More informationM&M on a 15 Year History of a Merger of Gundersen Clinic and Lutheran Hospital: Struggles and Successes. Jeff Thompson, MD Chief Executive Officer
M&M on a 15 Year History of a Merger of Gundersen Clinic and Lutheran Hospital: Struggles and Successes Jeff Thompson, MD Chief Executive Officer Who We Are Now Integrated Delivery System Approximately
More informationThe influx of newly insured Californians through
January 2016 Managing Cost of Care: Lessons from Successful Organizations Issue Brief The influx of newly insured Californians through the public exchange and Medicaid expansion has renewed efforts by
More informationCutting Avoidable Readmissions Starts in the Emergency Department
WHITE PAPER Cutting Avoidable Readmissions Starts in the Emergency Department SMARTER EMERGENCY CARE: EVERYWHERE, EVERY TIME. Our experience and innovative approach offers smarter solutions for emergency
More informationValue-Based Contracting
Value-Based Contracting AUTHOR Melissa Stahl Research Manager, The Health Management Academy 2018 Lumeris, Inc 1.888.586.3747 lumeris.com Introduction As the healthcare industry continues to undergo transformative
More informationA Model for Value-Based Provider/Payer Partnerships
A Model for Value-Based Provider/Payer Partnerships Page 1 With the recent spotlight on accountable care, payer and provider organizations are seeing an opportunity to collaborate to drive down medical
More informationCoxHealth: A Case Study in Launching a Co-Branded Medicare Advantage Plan
CoxHealth: A Case Study in Launching a Co-Branded Medicare Advantage Plan Guiding a Health System s Journey to Value with a Collaborative Payer Partner Situation $1.3 billion, five-hospital system in the
More informationThe NHS Confederation s Decisions of Value
The NHS Confederation s Decisions of Value A missed opportunity for change? Behind every great healthcare decision Driving value in the NHS Culture or data first? Value in health care is determined in
More informationHIT Innovations to Build an Empowering and Learning Culture March 2, 2016
HIT Innovations to Build an Empowering and Learning Culture March 2, 2016 Jignesh Sheth, MD, Senior Vice President for Clinical Operations Courtney Dempsey, Clinical Innovation Specialist Conflict of Interest
More informationNHS waiting times for elective care in England
Report by the Comptroller and Auditor General Department of Health NHS waiting times for elective care in England HC 964 SESSION 2013-14 23 JANUARY 2014 4 Key facts NHS waiting times for elective care
More informationPRE-SURVEY QUESTIONNAIRE AND SELF-ASSESSMENT CHECKLIST FOR THE ACCREDITATION OF A POSTGRADUATE YEAR ONE (PGY1) PHARMACY RESIDENCY PROGRAM
PRE-SURVEY QUESTIONNAIRE AND SELF-ASSESSMENT CHECKLIST FOR THE ACCREDITATION OF A POSTGRADUATE YEAR ONE (PGY1) PHARMACY RESIDENCY PROGRAM Name of Program: Stellar Hospital City, State, Zip Code:_ Chief
More informationOncology Home Care: A Strategy for Growth & Improved Clinical Performance. Our Story. What s So Special About Specialty Care?
Oncology Home Care: A Strategy for Growth & Improved Clinical Performance Bringing the best of oncology care home Our Story Oncology Care Home Health Specialists, Inc. started in 1989 in Newark, Delaware.
More informationLeveraging a CAH Health System Affiliation to Modernize Rural Health Care
Leveraging a CAH Health System Affiliation to Modernize Rural Health Care Alisa Coleman President & CEO Ferrell Hospital Alan P. Richman President & CEO InnoVative Capital, LLC February 7, 2016 Jared Florence
More informationIntroduction to Value-Based Health Care Delivery
Introduction to Value-Based Health Care Delivery Prof. Michael E. Porter Harvard Business School January 6, 2009 This presentation draws on Michael E. Porter and Elizabeth Olmsted Teisberg: Redefining
More informationStart2Talk PLANNING AHEAD COMMUNITY AND HOME CARE TOOLKIT. Guide to implementing sustainable systems for advance care planning (ACP)
Start2Talk PLANNING AHEAD COMMUNITY AND HOME CARE TOOLKIT Guide to implementing sustainable systems for advance care planning (ACP) Planning ahead can be assisted by a wide range of professionals across
More informationThe Right Tools for the Job: ASSEMBLING YOUR IMAGING STRATEGY
The Right Tools for the Job: ASSEMBLING YOUR IMAGING STRATEGY How to provide access to care in response to Anthem s Imaging Clinical Site of Care Review Policy and the evolving healthcare marketplace According
More informationUsing Anesthesia to Improve the Effectiveness of Your OR s. Using Anesthesia to Improve the Effectiveness of Your OR s. Background
Using Anesthesia to Improve the Effectiveness of Your OR s 2010 Somnia Anesthesia, Inc. Supporting Healthcare Facilities and Anesthesiology Groups Nationwide Using Anesthesia to Improve the Effectiveness
More informationDraft 2016 Emergency Management Standard Release for Public Comment March 2015
Draft 2016 Emergency Management Standard Release for Public Comment March 2015 Emergency Management Accreditation Program Publication Note The Emergency Management Standard by the Emergency Management
More informationMaking the Case for Change Without a Burning Platform
Making the Case for Change Without a Burning Platform Presented By: Rex P. Budde, CPA, MBA President and CEO Southern Illinois Healthcare, Carbondale, IL Region s second largest employer 3,700 total employees
More information5/26/2015. January 26, 2015 INCENTIVES AND PENALTIES. Medicare Readmission Penalties. CMS Bundled Payment Providers & ACOs in NE
Agenda ESTABLISHING SHARED EXPECTATIONS New tool of ACOs, Bundled Payments & Readmission Reduction Update on current market pressures driving a focus on care across settings & over time at lowest cost
More informationMonica E. Oss, Chief Executive Officer, OPEN MINDS CBHC Annual Conference September 29, 2012 / 10:00 am
Monica E. Oss, Chief Executive Officer, OPEN MINDS CBHC Annual Conference September 29, 2012 / 10:00 am Why the demand for coordinated care? What factors are shaping emerging models? What are the emerging
More informationRED SIGNAL REPORTSM RADIOLOGY. August 2018 Vol. 1 No. 1. Claims Data Signals & Solutions to Reduce Risks and Improve Patient Safety.
RED SIGNAL REPORTSM August 2018 Vol. 1 No. 1 Claims Data Signals & Solutions to Reduce Risks and Improve Patient Safety. RADIOLOGY MEDICAL LIABILITY INSURANCE BUSINESS ANALYTICS RISK MANAGEMENT & EDUCATION
More informationOMC Strategic Plan Final Draft. Dear Community, Working together to provide excellence in health care.
Dear Community, Working together to provide excellence in health care. This mission statement, established nearly two decades ago, continues to be fulfilled by our employees and medical staff. This mission
More informationALBANY MEDICAL CENTER, PPS LEADS REGIONAL INITIATIVE to Boost Care Quality and Slow Medicaid Costs
ALBANY MEDICAL CENTER, PPS LEADS REGIONAL INITIATIVE to Boost Care Quality and Slow Medicaid Costs OVERVIEW New York is one of the first states to participate in the Delivery System Reform Incentive Payment
More informationMedicare Quality Payment Program: Deep Dive FAQs for 2017 Performance Year Hospital-Employed Physicians
Medicare Quality Payment Program: Deep Dive FAQs for 2017 Performance Year Hospital-Employed Physicians This document supplements the AMA s MIPS Action Plan 10 Key Steps for 2017 and provides additional
More informationVALUE ANALYSIS TEAM POLICY
VALUE ANALYSIS TEAM POLICY PURPOSE The purpose of this policy is to define the structure and operation of the Value Analysis Team (VAT) process, through active participation, facilitation, and support
More informationClinical Nurse Consultant - PCU. Clinical Nurse Managers
Incorporated Position Description Date: Position Title: Reports to: Clinical Nurse Consultant - PCU Clinical Nurse Manager SECTION 1 Position Summary The Clinical Nurse Consultant is responsible for: Working
More informationAll ACO materials are available at What are my network and plan design options?
ACO Toolkit: A Roadmap for Employers What is an ACO? Is an ACO strategy right for my company? Which ACOs are ready? All ACO materials are available at www.businessgrouphealth.org What are my network and
More informationNonprofit FINANCE. Nonprofits are changing the way they do business. Innovating and Adapting to a New Financial Reality. Page 44. Page 45.
Nonprofit FINANCE What s Newsworthy Page 44 Innovating and Adapting to a New Financial Reality Page 45 Leveraging Accountability: Enhancing Your Value to Donors By Jeff Sobers Page 47 Moving From Fundraising
More informationValue-based Care Report. February How Value-based Care is improving quality and health.
Value-based Care Report February 2018 How Value-based Care is improving quality and health. Value-based Care delivers: Value-based Care means better health, better care and lower costs. Placing greater
More informationramping up for bundled payments fostering hospital-physician alignment
REPRINT May 2016 Angie Curry James P. Fee healthcare financial management association hfma.org ramping up for bundled payments fostering hospital-physician alignment AT A GLANCE When hospitals embark on
More informationDirect NGO Access to CERF Discussion Paper 11 May 2017
Direct NGO Access to CERF Discussion Paper 11 May 2017 Introduction Established in 2006 in the United Nations General Assembly as a fund for all, by all, the Central Emergency Response Fund (CERF) is the
More informationPANELS AND PANEL EQUITY
PANELS AND PANEL EQUITY Our patients are very clear about what they want: the opportunity to choose a primary care provider access to that PCP when they choose a quality healthcare experience a good value
More informationGeneral Surgery Patient Call Coverage Demand in a Community Hospital with a Limited Number of General Surgeons
American College of Medical Practice Executives General Surgery Patient Call Coverage Demand in a Community Hospital with a Limited Number of General Surgeons Case Study Manuscript (This case study manuscript
More informationHow CME is Changing: The Influence of Population Health, MACRA, and MIPS
How CME is Changing: The Influence of Population Health, MACRA, and MIPS Table of Contents Population Health: Definition and Use Case The Future of Population Health and Performance Improvement MACRA and
More informationTHE NEW IMPERATIVE: WHY HEALTHCARE ORGANIZATIONS ARE SEEKING TRANSFORMATIONAL CHANGE AND HOW THEY CAN ACHIEVE IT
Today s challenges are not incremental, but transformational; across the country, many CEOs and executives in healthcare see the need not merely to improve traditional ways of doing business, but to map
More informationVICE PRESIDENT NURSING SERVICES
VICE PRESIDENT NURSING SERVICES Van Wert County Hospital Van Wert, Ohio Prepared by WK Advisors December 5, 2012 2 OVERVIEW OF THE ORGANIZATION Van Wert County Hospital (VWCH) is an independent, non-profit
More informationHow an ACO Provides and Arranges for the Best Patient Care Using Clinical and Operational Analytics
Success Story How an ACO Provides and Arranges for the Best Patient Care Using Clinical and Operational Analytics HEALTHCARE ORGANIZATION Accountable Care Organization (ACO) TOP RESULTS Clinical and operational
More informationImproving Hospital Performance Through Clinical Integration
white paper Improving Hospital Performance Through Clinical Integration Rohit Uppal, MD President of Acute Hospital Medicine, TeamHealth In the typical hospital, most clinical service lines operate as
More informationCT Scanner Replacement Nevill Hall Hospital Abergavenny. Business Justification
CT Scanner Replacement Nevill Hall Hospital Abergavenny Business Justification Version No: 3 Issue Date: 9 July 2012 VERSION HISTORY Version Date Brief Summary of Change Owner s Name Issued Draft 21/06/12
More informationAccountable Care: Clinical Integration is the Foundation
Solutions for Value-Based Care Accountable Care: Clinical Integration is the Foundation CLINICAL INTEGRATION CARE COORDINATION ACO INFORMATION TECHNOLOGY FINANCIAL MANAGEMENT The Accountable Care Organization
More informationEONS Clinical travel Grant 2016 report from Charlotte Weston, Breast Clinical Nurse Specialist, The Royal Marsden NHS Foundation Trust
EONS Clinical travel Grant 2016 report from Charlotte Weston, Breast Clinical Nurse Specialist, The Royal Marsden NHS Foundation Trust For the European Oncology Nursing Society, EONS, travel grant 2016
More informationUC HEALTH. 8/15/16 Working Document
1) UC Health Mission Our mission is to make health care better. Each UC health system works to advance this mission in its community and as a system of health systems, we work together to catalyze innovation
More information27th Annual Holiday Knee and Hip Course December 3-5, 2015 The Grand Hyatt New York City, NY
27th Annual Holiday Knee and Hip Course December 3-5, 2015 The Grand Hyatt New York City, NY Sponsored by Hospital for Special Surgery Office of CME Steven B. Haas, MD, Activity Director Douglas E. Padgett,
More informationAppendix VI: Developing and Writing Grant Proposals
Appendix VI: Developing and Writing Grant Proposals PART ONE: DEVELOPING A GRANT PROPOSAL Preparation A successful grant proposal is one that is well-prepared, thoughtfully planned, and concisely packaged.
More informationCCBHC CARE COORDINATION AGREEMENTS: OVERVIEW OF LEGAL REQUIREMENTS AND CHECKLIST OF RECOMMENDED TERMS
CCBHC CARE COORDINATION AGREEMENTS: OVERVIEW OF LEGAL REQUIREMENTS AND CHECKLIST OF RECOMMENDED TERMS Coordinating care across a spectrum of services, 29 including physical health, behavioral health, social
More informationPosition Description. Bethesda Hospital Incorporated. Date: November Position Title: Social Worker - PASN. Reports to: Clinical Nurse Managers
Incorporated Position Description Date: Position Title: Reports to: Social Worker - PASN Clinical Nurse Manager SECTION 1 Position Summary The Social Worker is responsible for: Working collaboratively
More informationA Practical Approach Toward Accountable Care and Risk-Based Contracting: Design to Implementation
A Practical Approach Toward Accountable Care and Risk-Based Contracting: Design to Implementation Daniel J. Marino, President/CEO, Health Directions Asad Zaman, MD June 19, 2013 Session Objectives Establish
More informationPOST-ACUTE CARE Savings for Medicare Advantage Plans
POST-ACUTE CARE Savings for Medicare Advantage Plans TABLE OF CONTENTS Homing In: The Roles of Care Management and Network Management...3 Care Management Opportunities...3 Identify the Most Efficient Care
More informationIs Grantmaking Getting Smarter? Grantmaker Practices in Texas as compared with Other States
Is Grantmaking Getting Smarter? Grantmaker Practices in Texas as compared with Other States OneStar Foundation and Grantmakers for Effective Organizations August 2009 prepared for OneStar Foundation: Texas
More information